Total quality management (TQM) is a management approach that aims to improve quality at all levels of an organization. The key elements of TQM include a focus on customers, employee involvement, and continuous improvement. TQM seeks to encourage participation across an organization to reduce defects and meet or exceed customer expectations through rigorous process control and engagement of employees. The goals are to improve financial performance, access to markets, and develop a reputation for high quality.

1. TOTAL QUALITY MANAGEMENT

2. Contents
• Introduction.
• Concepts of tqm.
• Benefits of tqm.
• Characteristics of tqm.
• Key elements of tqm.
• Tqm in pharma industry.
• Advantages.
• Disadvantages.
• Conclusion.
• References.
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3. Introduction
Total - made up of the whole
Quality - degree of excellence a product or service provides
Management - act, art or manner of planning, controlling,
directing,….
Therefore, TQM is the art of managing the whole to achieve
excellence.
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The concept of TQM
• Produce quality work the first time.
• Focus on the customer.
• Have a strategic approach to improvement.
• Improve continuously.
• Encourage mutual respect and teamwork.

5. Various Definitions
 Total quality management (TQM) has been defined as an
integrated organizational effort designed to improve quality at
every level.
 The process to produce a perfect product by a series of measures
require an organized effort by the entire company to prevent or
eliminate errors at every stage in production is called total
quality management.
 According to international organization for standards defined
tqm as, “TQM is a management approach for an organization,
centered on quality, based on the participation of all its
members and aiming at long-term success through customer
satisfaction and benefits to all members of the organization and
to the society. TOTAL QUALITY MANAGEMENT 5

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Characteristics of TQM
 Committed management.
 Adopting and communicating
management.
 Closer customer relations.
 Closer provider relations.
 Benchmarking.
 Increased training.
 Open organization
 Employee empowerment.
 Flexible production.
 Process improvements.
 Process measuring
about total quality

7. Traditional approach and TQM
Quality element Previous state TQM
Definition Product-oriented Customer-oriented
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Priorities Second to service and
cost
Short-term
Detection
Operations
Quality Control
Managers
Plan, assign, control,
and enforce
First among equals of
service and cost
Long-term
Prevention
System
Everyone
Teams
Delegate, coach,
facilitate, and mentor
Decisions
Emphasis
Errors
Responsibility
Problem solving
Manager’s role

8. The three aspects of TQM
Counting
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Customers
Culture
Tools, techniques, and training in
their use for analyzing,
understanding, and solving quality
problems
Quality for the customer as a
driving force and central concern.
Shared values and beliefs,
expressed by leaders, that define
and support quality.

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Principles of tqm
1. Produce quality work the first time and every time.
2. Focus on the customer.
3. Have a strategic approach to improvement.
4. Improve continuously.
5. Encourage mutual respect and teamwork

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The key elements of the TQM
 Focus on the customer.
 Employee involvement
 Continuous improvement

11. Focus on the customer
• It is important to identify the organization’s customers.
• External customers consume the organization’s product
or service.
• Internal customers are employees who receive the output
of other employees.
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12. • Since the quality is considered the job of all employees,
employees should be involved in quality initiatives.
• Front line employees are likely to have the closest contact with
external customers and thus can make the most valuable
contribution to quality.
• Therefore, employees must have the authority to innovate and
improve quality.
Employee Involvement
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13. Continuous improvement
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14. Continuous improvement
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CONTINUOUS IMPROVEMENT
• The quest for quality is a never-ending process in which people
are continuously working to improve the performance, speed and
number of features of the product or service.
• Continuous improvement means that small, incremental
improvement that occurs on a regular basis will eventually add up
to vast improvement in quality.
• TQM is the management process used to make continuous
improvements to all functions.
• TQM represents an ongoing, continuous commitment to
improvement.
• The foundation of total quality is a management philosophy that
supports meeting customer requirements through continuous
improvement.

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Continuous Process Improvement.
 View all work as process – production and business.
 Process – purchasing, design, invoicing, etc.
 Inputs – process – outputs.
 Process improvement – increased customer satisfaction.
 Improvement – 5 ways:
 reduce resources, reduce errors, meet expectations of
downstream customers, make process safer, make process
more satisfying to the person doing

17. THE TQM SYSTEM
Custom
er
Focus
Process
Improvem
ent
Total
Involvem
ent
Supportive
Reward and
Leadership
Education and Training
structure
Communications
recognition
Measurement
Continuous
Improvement
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Objective
Principles
Elements

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BENEFITS OF TQM:
• Improved quality.
• Employee participation.
• Team work.
• Working relationships.
• Customer satisfaction.
• Employee satisfaction.
• Productivity.
• Communication.
• Profitability.
• Market share.

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Importance of TQM in pharma industry
Handling:
• Containers should be opened carefully and subsequently
resealed in an approved manner.
• Highly sensitising material such as penicillins and
cephalosporins should be handled in separate production
areas.
• Highly active or toxic API (e.g. certain steroids, cytostatic
substances) should be manufactured in a dedicated area and
using dedicated equipment.
• Pure and final API should be handled in an environment
giving adequate protection against contamination.

21. Storage:
• Secure storage facilities should be designated for use to
prevent damage or deterioration of materials.
• These should be kept clean and tidy and subject to
appropriate pest control measures.
• Environmental conditions should be recorded.
• The condition of stored material should be assessed at
appropriate intervals.
• Storage conditions for api should be based upon stability
studies taking into account time, temperature, humidity,
light etc 21
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22. Packaging:
• Labelling and packaging processes should be defined and
controlled to ensure that correct packaging materials are
used correctly and other specified requirements are met.
• Printed labels should be securely stored to avoid mix-ups
arising.
• Marking and labelling should be legible and durable, provide
sufficient information, for accurate identification and
indicate, if appropriate, required storage conditions, retest
and/or expiry date.
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Facilities and equipment:
• The location, design, and construction of buildings should
be suitable for the type and stage of manufacture involved,
protecting the product from contamination (including
cross-contamination) and protecting operators and the
environment from the product.
• Equipment surfaces in contact with materials used in api
manufacture should be non-reactive.

24. Sterile area
• Personnel suffering from an infectious disease or having
open lesions on the exposed surface of the body should
avoid activities which could compromise the quality of
API.
• Smoking, eating, drinking, chewing and storage of food
should be restricted to designated areas separated from
production or control areas.
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Labelling
• Each container should be identified by an appropriate
label, showing at least the product identification and the
assigned batch code, or any other easily understandable
combination of both.
• . Containers for external distribution may require
additional labels.

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Computerised systems
• . Computer systems should be designed and operated to
prevent unauthorised entries or changes to the
programme.
• In the case of manual entry of quality critical data there
should be a second independent check to verify accuracy
of the initial entry.
• A back-up system should be provided of all quality critical
data.

27. Advantages of tqm
• Improves reputation- faults and problems are spotted and
sorted quicker.
• Higher employee morale- workers motivated by extra
responsibility ,team work and involvement indecisions of
tqm.
• Lower cost.
• Decrease waste as fewer defective products and no need
for separate.
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28. Disadvantages of tqm
• Initial introduction cost.
• Benefits may not be seen for several years.
• Workers may be resistant to change.
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29. A model for organization management.
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30. Models of tqm
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BENEFITS OF TOTAL QUALITY
MANAGEMENT
• Financial benefits include lower costs, higher returns on sales and
investment, and the ability to charge higher rather than
competitive prices.
• Improved access to global markets, higher customer retention
levels, less
• Time required to develop new innovations, and a reputation as a
quality firm.
• Total quality management (tqm) is one such approach that seeks
to improve quality and
• Performance which will meet or exceed customer expectations.

32. CONCLUSION:
• TQM encourages participation amongst employees, managers and
organization as whole.
• Using Quality management reduces rework nearly to zero in an achievable
goal .The responsibilities either its professional, social, legal one that rest with
the pharmaceutical manufacturer for the assurance of quality of product are
tremendous and it can only be achieved by well organised.
• Work culture and complete engagement of the employees at the work place. It
should be realised that national & international regulations must be
implemented systematically and process.
• Control should be practiced rigorously.
• Thus quality is critically important ingredient to organisational success today
which can be achieved by TQM, an organisational approach that focusses on
quality as an over achieving goals, aimed at aimed at the prevention of defects
rather than detection of defects..
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33. Reference:
• Text book of Total Quality Management by L.Suganthi and
Anand A.Samuel,2nd edition,2005,pageno.49-61.
• Total Quality Management by R.S Nagarajan,
A.A.Arivalangar,new age international publishers,1st
edition,2009,page no.21.
• www.slideshare.com/tqm in pharma industry.
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